Redefining procurement.
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- Overcoming M&A challenges through centralisation
- Do you feel our biggest challenge, as Procurement professionals, lies in educating our stakeholders (Finance in particular) on the true value Procurement can offer?
- Reducing Marketers' scepticism of Procurement's value-add
- How your business can apply more intelligence to the budgeting process
- Indirect procurement’s changing role – are we seeing a similar story to that of HR?
- What are your procurement predictions for 2022?
- Shareholder Spring' presents silver lining for procurement
Discover
Often the toughest challenge is to find out where opportunities for improvement exist, and how to start to do something about it.Support
To succeed, a Procurement function needs in-depth expertise across hundreds of categories. This is simply not achievable in-house.Transform
Effective Procurement Outsourcing can deliver around eight times the return on investment that HR, IT or Finance outsourcing can.Success Stories
It was recognised that in a tough economic climate Morrisons needed to look at every opportunity for competitive advantage to help boost profitability and to invest further in the customer experience.
A number of company-wide strategic initiatives were launched to support the corporate aims and a transformation of GNFR was identified as one of the priorities for investment. It was recognised as an area where a high and fast ROI could be expected which would in turn strengthen the investment available for other strategic projects.
Morrisons wanted a consistent framework across its business to cover how it works in partnership with GNFR suppliers to match the levels of sophistication with which it addresses merchandise procurement.
A number of company-wide strategic initiatives were launched to support the corporate aims and a transformation of GNFR was identified as one of the priorities for investment. It was recognised as an area where a high and fast ROI could be expected which would in turn strengthen the investment available for other strategic projects.
Morrisons wanted a consistent framework across its business to cover how it works in partnership with GNFR suppliers to match the levels of sophistication with which it addresses merchandise procurement.
Proxima, formerly known as buyingTeam, has made the move into North America on the back of a successful on-going client assignment and a firm pipeline of new contracts that are due to commence in 2012. The company expects to increase its North American operations substantially this year and has dedicated significant investment to developing its platform in the market.
From its office in the Willis Tower, Proxima will offer its broad range of procurement services to businesses throughout North America, building on the considerable performance enhancements it has enabled in the UK and continental Europe.
From its office in the Willis Tower, Proxima will offer its broad range of procurement services to businesses throughout North America, building on the considerable performance enhancements it has enabled in the UK and continental Europe.
Proxima has signed a long-term procurement outsourcing contract with global energy provider BG Group.
This new relationship marks the beginning of Proxima managing BG’s indirect expenditure in the UK with potential roll-out on a global basis during the lifetime of the contract.
BG Group has engaged Proxima to assist in evolving its procurement approach and embedding a global indirect procurement strategy. Proxima will provide BG Group with a full suite of procurement services, including, spend and market analysis, strategic and tactical sourcing, together with associated contract and stakeholder management.
This new relationship marks the beginning of Proxima managing BG’s indirect expenditure in the UK with potential roll-out on a global basis during the lifetime of the contract.
BG Group has engaged Proxima to assist in evolving its procurement approach and embedding a global indirect procurement strategy. Proxima will provide BG Group with a full suite of procurement services, including, spend and market analysis, strategic and tactical sourcing, together with associated contract and stakeholder management.
The Source
This whitepaper, the second in a series of three, examines why many businesses fail to drive maximum benefits and efficiencies out of their indirect expenditure.
The Office for National Statistics (ONS) recently published that UK retail sales volumes rose 1.8% in March due to warm weather and an early Easter. However, many analysts are predicting a dismal Q2 for UK retail as consumer spending power continually weakens and advise that this boost is not an indication of coming months.
The atmosphere sitting here in the City of London has taken a notable turn. The reality is that the problems in the Eurozone, which appeared to take a break in early Spring, have returned, compounded by faltering growth, the return to recession in the UK, disappointing jobs data and changing governments in several European jurisdictions. However, though this seems very bleak, there remains an opportunity for companies to think differently about how they protect the interests of their shareholders, investors and other stakeholders.
Frits Van Zijdervelt, VP of Finance, European Supply Chain at Coca Cola Enterprises, discusses the intertwined roles of Procurement and the greater Supply Chain.
Andrew Collopy, Global Procurement Director, Downstream at BP reflects back on the challenges associated with validating procurement's benefits to internal stakeholders.
Tom Kinnaird, Head of Commercial and Procurement Service at WPP discusses how applying a pragmatic approach to procurement can achieve high levels of compliance and improve stakeholder engagement.
NelsonHall and Proxima recently ran a study involving 120 CPOs and CFOs from FTSE 100 organisations across Europe and the US to better understand procurement’s changing role within business today and tomorrow.
Focusing on indirect (or non-core / GNFR) procurement, the in-depth study identified a number of challenges and opportunities for global businesses in realising maximum benefits from indirect expenditure.